And I'm

sure a good percentage of your listeners have, too.

So I'll ask all of you, have you ever been to a meeting, let's say an hour long, and then after that meeting, you're walking down the hall thinking to yourself, I'll never get those 60 minutes back in my life.

What a waste of time.

And that's because you left that room the same way you walked in that room.

Granted, you have a bit more information, but if it's only information, whoever facilitated that meeting could have created a document and sent that off to us.

We could have read it in our favorite chair.

What's the practical technique for doing that in 30 seconds before you are on stage?

Now,

Daniel, you're in business.

You've been to meetings before, and I'm sure a good percentage of your listeners have too.

So I'll ask all of you, have you ever been to a meeting, let's say an hour long, and then after that meeting, you're walking down the hall thinking to yourself, I'll never get those 60 minutes back in my life.

What a waste of time.

And that's because you left that room the same way you walked in that room.

Granted, you have a bit more information, but if it's only information, whoever facilitated that meeting could have created a document and sent that off to us.

but

Why is that?

[laughs] The ones who are like, "Yes, I was always hoping someone was gonna tell us why and maybe how public speaking will help our careers." But then you have people who go, "Really? I gotta listen to this guy.

My vice president's making me do it.

Otherwise, I'd be out on the golf course." I used to think when I was young that when all these people showed up, it's like, "Wow, these people are here for me." It didn't take long to learn, eh, a good portion of them, could be the majority, aren't here for me.

Some are h- here to learn what they want and need to learn.

Others are here by gunpoint.

The vice president say, "You gotta go." So when you know that some people aren't gonna want you there, talk to them and ask them why.

Like, what advice do you have on, like, designing a great opening that earns the attention of the audience?

Yeah.

And I'm going to die.

And you're standing there sweating and your heart's pounding on your chest.

And you're thinking, this is going to be amazing.

And the reason we both feel the same way is because it's adrenaline.

And you're having an adrenaline rush, right? This is going to be great.

And I'm having an adrenaline rush saying, I'm going to die today.

Now, the question is, how can someone use communication as leverage to increase their influence, opportunity and income?

So before we dive into Alfa Laval's journey, uh, related to, to service, and the, the transformation and the innovation that you've been leading, can you start with just telling everyone a little bit more, more about yourself, anything you'd like to share, uh, your role, and then for anyone who might not be familiar with Alfa Laval, just a little bit about the business.

Yeah, absolutely.

Um, yeah, so I've, uh, I've been working, um, in the engineering field or engineering domain for 38 years now, um, primarily within service.

Um, and I've held, you know, sort of numerous roles within that, um, starting off as an apprentice and, um, I was a service center technician, then a field service engineer.

Um, I did some technical sales.

Um, but for the last 25 years, um, I've worked in management.

Um, I currently work for Alfa Laval, uh, as you said, which is a, which is a Swedish company.

And what about the R&D piece? Can you share a little bit more about the, the creation of that and, and the role that it serves?

Hmm.

When you have an adrenaline rush, one of the things the brain does is recede in the part that governs memory.

So that's supposed to happen.

It's not a helpful thing, but it's really supposed to happen.

It happens to you.

It happens to me.

It happens to all of us.

So in today's world of like social media and should I say short attention spans, What separates a truly memorable speaker from someone who is just simply sharing information?

Now, can you tell us how our speakers should balance storytelling with facts and data? Should it be something that they've prepared already or should it just go with the flow as they are presenting?

Well, you should always want to rehearse numerous times.

And when you think you've rehearsed enough, no, you haven't.

Keep rehearsing.

And storytelling and facts, again, people will not remember facts, but they'll remember concepts and they'll remember stories.

So you can wrap up a fact in a story, but don't try to do that for the first time on stage or in the front of a room.

Make sure you practice that story many times.

And can you tell us, with this new advent of AI and speech generation, what part of human communication skills will become even more valuable?

So can you share one simple technique listeners can immediately use to become more engaging speakers?

Yeah, I'll give you an easy way to do that.

I'll give you two.

One is when you start speaking, get their attention right away, the audience's attention right off the bat.

And the reason you want to do that is if you don't get their attention right away, You'll spend the rest of your talk trying to get their attention.

And so don't get up there and say, I'd like to thank Peter for having me here today and allowing me to speak.

That's boring.

How can people transform nervous energy into positive energy instead of allowing fear to control them?

nathan horrid so i've got the scorecard in front of me okay oh there you go run out by cheshua pajara who debuted also in that test match as well for him right

yeah yeah that's right so um yeah i remember that going to third umpire and and thinking And I think that's the first ever game I played with a third umpire.

So it was interesting to kind of be like, oh, I can see on the replay, oh, it looks like this is going to be out.

And I just remember as soon as it was like, oh, that's out.

Just my whole body just like froze up because I wasn't even that nervous later that obviously not very long later because I didn't last very long with the bat, nor did I usually.

um but uh yeah i wasn't even that nervous when i had the ball in my hand just because i'd know how to bowl i just as my stats show i did not know how to bat so walking out to bat for australia in a test match um with this you know indian crowd cheering and making noise and you know the heat and the humidity and everything it was yeah like just unbelievable uh to think back on that and managing to hit osha for a little loopy bunt over mid off for a couple of runs um which is probably two more test runs than anyone thought i'd ever be able to get so i'm happy with that and uh that yeah so you know the memory of that that game then when we were um We obviously took the field very shortly after that.

And, yeah, so we had Hilfenhaus and Mitch Johnson open the bowling and they... uh pointing gave me the nod pretty early i think johnson only bowled a couple of overs before i got the nod to come on from his end because they're like we want to keep him fresh because um uh dravid is his bunny so keep him fresh and once we get the first wicket then bring mitch johnson back on to take on dravid so i found myself bowling to say we're having my first over of test cricket I say I wasn't that nervous.

If you always get too worried about the could have, should have, you'll go insane.

And what is UnityPoint Health doing to redesign heart failure disease management? And how are you getting clinical and administrative leaders aligned on a new model?

Yeah, that's a great question.

I think in the, in the, kind of the crux of it.

So what we're doing here at UnityPoint Health is really trying to build on some of the, um, uh, care, uh, care work that was, uh, you know, in a transformation phase the last several years.

So in around twenty twenty-two, there was a heart failure transformation project that started here.

Um, and they really incorporated things like HealthSnap, which is, um, an app for, uh, and a, and a company that deals in re-remote patient monitoring and chronic care management.

There are A-drive, AI-driven, excuse me, care management protocols that can be utilized, things like patient education resources, support groups.

What aspect of this redesign has been the most difficult, and how have you overcome it?

And what is UnityPoint Health doing to redesign heart failure disease management? And how are you getting clinical and administrative leaders aligned on a new model?

Yeah, it's a great question, I think, and kind of the crux of it.

So what we're doing here at Unipoint Health is really trying to build on some of the care work that was, you know, in a transformation phase the last several years.

So in around 2022, there was a heart failure transformation project that started here.

And they really incorporated things like HealthSnap, which is an app and a company that deals in robotics.

remote patient monitoring and chronic care management.

There are AI driven, excuse me, care management protocols that can be utilized, things like patient education resources, support groups.

What aspect of this redesign has been the most difficult and how have you overcome it?